Leveraging Your Leadership Weaknesses to Become a Better CEO
It’s okay to admit it; I won’t tell anyone. You’re human, and that’s perfectly fine. As the leader of your company, there is a lot of pressure to be perfect all the time, but that’s an unattainable and unrealistic mentality. Even more important to recognize, it’s likely a self-imposed expectation.
Every individual has strengths and weaknesses. Often times, our weaknesses are actually rooted in our strengths. For example, the reasons Steve Jobs was difficult to work for were the same as what made him brilliant. By understanding our weaknesses, we can begin to neutralize them and leverage them to drive a deeper connection with your employees.
There are three types of leaders, and each of them has unique strengths and weaknesses.
With acute attention to detail, the fixer is laser-focused on creating the optimal product or service. Customers love the fixer because they will bend over backwards to make sure their experiences with the company go exactly as intended. However, fixers can be very challenging to work for. Their need for each little aspect to be exactly as they envisioned it often leads to some serious micromanagement.
If you’re a fixer, next time you feel the urge to scream, “if you want it done right you have to do it yourself,” consider the impact your expectations are having on your team. Try empowering your employees by letting go of control in the areas where they each specifically thrive. Week by week, experiment with letting go of the reins just a little more, and don’t be afraid to talk with them about how difficult it is to step back.
With a mind that never stops innovating, the fighter is constantly coming up with the next great idea. Employees are inspired by the fighter right up until they become exhausted by him. While tossing around their latest idea, fighters often have little perspective on the amount of work that goes into each exploration. Every time an employee’s project gets scrapped after putting in hours worth of effort, he will loose a little more faith in his leader.
If you’re a fighter, next time you feel the urge to proclaim, “I’ve got it!” with a new idea, consider whether your team is still working on developing that last idea you threw at them. For fighters who can’t resist the urge, it’s helpful to quantify the amount of time you want your team to spend exploring your ideas. This manages their expectations about having the project come to fruition and will likely inspire them instead of draining them.
With an overwhelming need for harmony, the friend is always concerned about the feelings and experiences of those around them. Employees and customers alike enjoy the friend, as long as everything is smooth sailing. When tough times come up, the friend often focuses maintaining pleasant appearances instead of diving in to fix the problem.
If you’re a friend, next time you feel the urge to offer a soft, “there, there,” consider whether your employee needs a nurturer or a leader. Friends need to focus on establishing processes that maintain accountability within the company, and they need to be transparent as they try to shift into a stronger leadership role. After all, the friend has consistently acted in one manner, and a sudden, unexplained shift could cause serious uncertainty among team members.
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About the Author
Following more than three decades of business expertise, Tony Edgar has joined forces with FocalPoint Business Coaching to create innovative results for business owners, CEOs, and executives across Southwest Florida. Driven by his focus, decisiveness, effective communication skills, and easygoing personality, Tony is an efficient and dynamic coach for business leaders who are looking for high-end results. Tony specializes in improving the efficiency, productivity, and profitability for his clients.
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